a critical look at cmm and agile through gen y

ADP India

A Critical Look at CMM and Agile Through Gen Y

Akkiraju Bhattiprolu (Akki)[email protected] http://www.after3beers.com/Facebook : akkirajub Twitter : #akkirajub

Akkiraju Bhattiprolu (Akki)Senior Manager ADP Private Ltd. [email protected]://www.adp.com/

http://www.agilejournal.com/component/content/1736?task=view

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About ADP

World’s leading provider of Outsourced HR and Auto Dealership Services

Brief Profile Established in 1949 and Headquartered in NJ Revenues of about $9 billion Operates in more than 50 Countries with 46,000 Associates 90% of revenue is recurring with an average client tenure of

over 9 years Electronically moved over $1 trillion in client tax, direct deposit,

and related client funds in fiscal 2008 Pay 30% of the employees of medium-sized businesses in the U.S.

ADP India Fully Owned Subsidiary of ADP Inc. Established in July 1999 with 102 Associates Currently 3900+ and growing Involved in R&D, BPO and RIM Offices in Hyderabad and Pune Works on an Extended Team Model

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Disclaimer

Views expressed in this presentation and talk are that of the presenter and do not necessarily reflect the

views of his current or past employers

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Agenda

Generation Y Compare CMM And Agile People Focus In CMM People Focus In Agile Conclusion

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Generation Y

Traditionalists - Pre 1946 Baby Boomers – 1946 -1964 Gen X – 1964 - 1979 Gen Y – 1979 - 2000

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Generation Y

Fastest Growing Work Force Grew Up With TV, CD, DVD, Cell Phone Educated, Tech Savvy Optimism, Collaborative Ability Open-mindedness, Drive Feels Sought After, Needed, Indispensable

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Generation Y

Higher Expectations At Workplace Reluctance To Perform Rudimentary Tasks Want Quick Results – Small Goals Immediate Gratification

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Generation Y

Want Flexibility & Telecommuting Work-Life Balance

Want To Leave Work Temporarily For Children

Like To Own Their Own Fate

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Generation Y

CMM

CMM + Agile

Agile

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Compare CMM and Agile

Is There Anything Common? What Is Not Common? Can There Be Synergies? Isn’t CMMi Flex Enough To Have Agile Within It?

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Mapping CMMI Project Management Process

Areas to SCRUM Practices1

“The aim of our paper is to present a mapping between CMMI to Scrum…”

1. Ana Sofia C. Marçal, Bruno Celso C. de Freitas, Felipe S. Furtado Soares, and Arnaldo D. Belchior2. Mark C. Paulk 3. Hillel Glazer, Jeff Dalton, David Anderson, Mike Konrad, and Sandy Shrum4. David J Anderson

Extreme Programming from a CMM Perspective2

“In this article, I summarize both XP and the SW-CMM, show how XP can help organizations realize the SW-CMM goals, and

then critique XP from a SW-CMM perspective..”

CMMI® or Agile: Why Not Embrace Both!3

“Agile development methods and CMMI best practices are often perceived to be at odds with each other. This report clarifies why

the discord need not exist and proposes that CMMI and Agile champions work toward deriving benefit from using both and

exploit synergies that have the potential to dramatically improve business performance..”

Stretching Agile to fit CMMI Level 4

“…This is the story of how mixing Deming with Agile produced a lightweight CMMI solution for .Net developers everywhere…”

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Do We Have Consensus? Do We Understand Now?

“Lean, CMMI, Iterative and Agile – The war’s not over but there is a ceasefire”

Mar 2009 David Norton (Gartner Blog)

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What Is Unsettling?

People Focus

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People Focus In CMM – Historical Baggage

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A Lot Happened In Last 20 Years

InternetDevelopment DeploymentTestingInfrastructureLanguages

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CMM’s Main Focus

High RiskGovernmentContractual

Have To “Enforce” Accountability

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Has CMM Evolved?

YES, But…Retains Flavors And Phrases Of Older ContextPractitioners May Not Be Moving With Each VersionHas The Value System (Focus) Changed?

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GP 4.3 CMMi 1.2 Page 103/573

“Predicting the ability of the process to achieve the established quantitative

objectives requires a quantitative understanding of the contributions of the subprocesses that are critical to

achieving these objectives and establishing and managing against interim quantitative objectives over

time.”

Hmmm….. What is That

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CMMi 1.2 - Pg 16 - Value System

“But what holds everything together? It is the processes used in your organization. Processes allow you to align the way you do business. They allow you to address scalability and provide a way to incorporate knowledge of how to do things better. Processes allow you to leverage your resources and to examine business trends.”

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CMMi 1.2 - Pg 16 - Value System

“This is not to say that people and technology are not important. We are living in a world where technology is changing by an order of magnitude every ten years..”

“….Manufacturing has long recognized the importance of process effectiveness and efficiency.”

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People Focus In CMM

Who Went For CMM Certificates?

And

Why?

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People Focus In CMM

Who Went For CMM Certificates?

And

Why?

Consulting Business

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People Focus In CMM – Consulting Business

Need To Show Case Ability 60% Indian Companies. Mostly Consulting! Certificate Becoming A Business Need

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People Fall In Line All The Leaders Are Process Keepers Process Is The Career Growth Tool Gap Between Leaders And Teams Broken Trust!

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Major Activities IncludeQuality Group PolicingCheck ListsAudits

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“The job of the quality department was felt to be policing rather than playing an important role in developing the

system.”

“The perennial problem is that of employees not being too keen on the

processes and treating processes as a burden. New entrants still feel that

documentation is a hell of work and the tendency for last minute documentation is a common

phenomenon.”

Managing Growth in a High Technology Venture - the Fact-Tree Way

- Vasudeva Varma, Vamsi and Kirti Garg

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People Focus In Agile

Bottom Up ApproachTrustOwnership

FulfillmentIt’s Team’s Success

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People Focus In Agile

Scrum and CMMI: A High

level assessment of compatibility1

“Scrum believes that people, their skills and how they are harnessed are the most important factors for the

success of a software development effort.”Trust

1. Srinivas Chillara and Pete Deemer 2. Mark C. Paulk 3. Ana Sofia C. Marçal, Bruno Celso C. de Freitas, Felipe S. Furtado Soares, and Arnaldo D. Belchior 4. http://agilemanifesto.org/principles.html

Agile 12 Principles4

“Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” Fulfillment

Mapping CMMI Project

Management Process Areas to

SCRUM Practices3

“Teams are self-managing, self- organizing, and cross-functional, and they are responsible for figuring out how to turn Product Backlog into an increment of

functionality within an iteration and managing their own work to do so”

Ownership

Extreme Programming from a CMM Perspective2

“XP also emphasizes open workspaces, a similar people issue” that is outside CMM’s scope.”

Trust

No Rudimentary Tasks

Generation Y

Open-mindedness

Tech Savvy

Optimism

Collaborative Ability

Open-mindedness

Feels Sought AfterIndispensable

Higher Expectations

Want Quick Results

Small Goals

Immediate Gratification

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Generation Y

Small Goals“Y’ers want small goals with tight deadlines so that they

can build ownership of tasks. They should be challenged

to find technological solutions to everyday issues.”

Immediate Gratification“They want to make an important impact immediately on

projects they are involved with. They are looking for immediate

gratification and an opportunity to excel.”

Generation Y in the Workplace-Cara Spiro

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Conclusion

Gen Y Trait Agile CMM

OptimismEncourages Bold

Commitments Minimize Risk

Collaborative Ability Encourages, Benefits Minutes To Prove Open-mindedness Suites Adapting Planning Stick To Plans

DriveCommit And Deliver

Do what it takes Stick To Plans Higher Expectations At Workplace

Trust Peers Trust Process

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Conclusion

Gen Y Trait Agile CMMReluctance To Perform Rudimentary Tasks No Waste Stick To Plans

Owns Their Own Fate

Make Commitments, Keep

Commitments Stick To Plan Desire for Immediate Responsibility

Sustained And Regular Pace

No Guarantee Work-Life Balance Agile Requires Collaboration

Allows Isolation Want Flexibility &

Telecommuting

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Does More People Focus Makes Less CMM? ????

Does Less People Focus Makes Less Agile? YES

Conclusion

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Gen Y In India?http://blogs.harvardbusiness.org/erickson/2009/02/global_generations_focus_on_in.html

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Bouquets

And

Brickbats